supplier management
When companies realize that a supplier can not meet today's or tomorrow's requirements on their own terms when developing a supplier strategy or a supplier assessment, and thus constitutes a "weak link" in the supply chain, the company is required. In addition, if current problems, such. In addition, there may be an urgent need for action, for example regarding the delivery capability or quality of the procurement objects. This is where the service of QPMTEC Management Consulting & Engineering with regard to supplier management comes into play. It's not about realizing competitive advantages, but about avoiding harm to other companies in the supply chain.
Especially in the automotive industry (supplier industry), many companies are in such a situation, which can occur more frequently with the ever-increasing demands on the suppliers, they have in principle three ways to make the supply chain again more competitive. Which of the three alternatives a company should pursue depends strongly on the product, the technologies, the situation on the procurement market and the procurement logistics concept.
1. Takeover of the supplier (in-sourcing): In this alternative, the company would either take over the "weak" supplier and thus manufacture its own product or build the technology in-house without the help of the supplier. But since the integration of a supplier can be a difficult, costly and also risky process, it should only be used in exceptional cases, eg. For example, innovative products or process technologies should be considered. Furthermore, this possibility contradicts the general trend of focusing on core competences.
2. Change of supplier (re-sourcing): Possibilities and chances of success of a change of supplier depend strongly on the range of parts purchased, on the life cycle of the product and on the available alternative suppliers. For standardized, noncritical procurement objects, switching supplier is often the preferred alternative. In contrast, a change in supplier may be associated with high costs in the case of mutual dependency relationships, long-term business relationships or complex property sourcing strategies.
3. Supplier Development: Improving the supplier's performance through supplier development measures is the third alternative. It is useful when sourcing from suppliers products or technologies that may lead to future competitive advantages for the company, or when Suppliers logistically strongly integrated into their own company.
Often a change of the supplier is not desired or an economically sensible option. Specific investments in the supplier can not be reversed, or only partially reversed, so that the costs of change increase significantly. Therefore, companies are increasingly choosing the option of supplier development and are committed to a partnership relationship with the supplier. Studies have shown that this approach is promising in many respects, since they B. can lead to better performance of the supplier and more intensive customer / supplier relationships, which in turn improve the competitiveness of the customer.
Supplier development encompasses those activities of a company which increase the performance and / or capability of a supplier and thus secure a high-performance supplier base and the supply security of the company in the short and / or long term. This includes a number of possible development activities. The following three points are characteristic of all forms of supplier development
1. The purchaser pays in advance, as he hopes that the development activities will improve supplier performance in terms of cost, quality and delivery.
2. The customer actively supports the supplier by taking appropriate measures.
3. The customer signals the supplier interest in a lasting relationship.
• Supplier development under the motto "Together to the optimum".
• Implementation of potential analysis according to VDA 6.3 worldwide.
• Execution of process audits according to VDA 6.3 worldwide.
• Supplier evaluation and selection of potential new suppliers.
• In-house trainings and workshops.
• Performing Run @ Rates worldwide.
• Change of supplier (crisis management).
• Supplier optimization and qualification.
• Supplier management also in case of insurance.
• Supplier acceptance in all Q-Help phases.
• Weak point analysis and reduction of error rates through a sustainable problem-solving process.
